OB Ch. 13
coalition
a group of managers who have similar interests and join forces to achieve their goals
mediator
a neutral third party who tries to help parties in conflict reconcile their differences
negotiation
a process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to resolve their differences
arbiter
a third party who has the authority to impose a solution to a dispute
sources of functional and divisional power
ability to control uncertain contingencies, irreplaceability, centrality, ability to control and generate resources
organizational politics
activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests
contingency
an event or problem that might occur and therefore must be planned for
charismatic power
an intense form of referent power that stems from an individual's personality or physical or other abilities, which induce others to believe in and follow that person
third-party negotiator
an outsider skilled in handling bargaining and negotiation
political decision making
decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them
sources of organizational conflict
differentiation, task relationships, scarcity of resources
sources of informal individual power
expert power, referent power, charismatic power
centrality
how vital or crucial an organization's activities are to the operation of the entire organization and the degree to which it is positioned to gain access to important information from other functions
referent power
informal power that stems from being liked, admired, and respected
expert power
informal power that stems from superior ability or expertise
Pondy's model of organizational conflict
latent conflict > perceived conflict > felt conflict > manifest conflict > conflict aftermath
sources of formal individual power
legitimate power, reward power, coercive power, information power
formal individual power
power that originates from a person's position in an organization
informal individual power
power that stems from personal characteristics such as personality, skills, and capabilities
tactics for increasing individual power
tapping sources of functional and individual power, recognizing who has power, controlling the agenda, bringing in an outside expert, building coalitions and alliances
power
the ability of one person or group to cause another person or group to do something they otherwise might now have done
distributive bargaining
the parties bargain over how to divide resources, deciding who gets what and how much
attitudinal structuring
the parties try to influence their opponent's attitudes
information power
the power that stems from access to and control over information
legitimate power
the power to control and use organizational resources to accomplish organizational goals
coercive power
the power to give or withhold punishment
reward power
the power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates
organizational conflict
the struggle that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group